Rodney Turner Leadership Style and Project T - Wikispaceschallengerhospitality.wikispaces.com/file/view/0909-NSW-Forum... · Matching Leadership Style toMatching Leadership Style

EuroProjexEuroProjex [email protected]© jrt/gpbo/jul08

EuroProjexEuroProjex

Matching Leadership Style toMatching Leadership Style toProject TypeProject Type

Australian Institute of Project ManagementAustralian Institute of Project ManagementSydney, 17Sydney, 17thth September 2009September 2009

Professor J Rodney TurnerProfessor J Rodney Turner

Director, EuroProjexDirector, EuroProjex

The European Network for Project ExcellenceThe European Network for Project Excellence


Two pervading beliefsTwo pervading beliefs

The PMThe PM’’s competence, including leaderships competence, including leadershipstyle, is not a success factor on projectsstyle, is not a success factor on projects it is all tools and techniquesit is all tools and techniques

““if you can move a mouse, you can manage aif you can move a mouse, you can manage aprojectproject””

the proverbial chimpanzee can manage a projectthe proverbial chimpanzee can manage a projectwith the right toolswith the right tools

Any project manager can manage any projectAny project manager can manage any project not domain specificnot domain specific

regardless of temperamentregardless of temperament


Two sides of the same coinTwo sides of the same coin

With the right tools, anybody, including a three yearWith the right tools, anybody, including a three yearold, can manage any projectold, can manage any project

The project success literature studiously ignores theThe project success literature studiously ignores theproject manager, and his or her competence orproject manager, and his or her competence orleadership style as a potential success factor onleadership style as a potential success factor onprojectsprojects

The competent application of tools and techniques isThe competent application of tools and techniques isseen as a success factor, but not the project managerseen as a success factor, but not the project managerhimhim-- or herselfor herself


Project success factorsProject success factors–– Pinto andPinto and SlevinSlevin (1988)(1988)

Project missionProject mission

Top management supportTop management support

Schedule/plansSchedule/plans

Client consultationClient consultation

Project teamProject team

Technical tasksTechnical tasks

Client acceptanceClient acceptance

Monitoring and feedbackMonitoring and feedback

CommunicationCommunication

TroubleshootingTroubleshooting

agree clear goals and objectivesagree clear goals and objectives

political supportpolitical support

good clear plansgood clear plans

communicate with stakeholderscommunicate with stakeholders

gather a competent teamgather a competent team

technical competencetechnical competence

sell product to final userssell product to final users

timely, comprehensive controltimely, comprehensive control

timely data to key playerstimely data to key players

can handle unexpected problemscan handle unexpected problems


Change in a large constructionChange in a large constructioncompanycompany

A large construction company was undertaking anA large construction company was undertaking aninternal change projectinternal change project

The took the two best project managers from the field toThe took the two best project managers from the field tomanage the projectmanage the project

people effective at kicking the arses of subcontractorspeople effective at kicking the arses of subcontractors

people effective at achieving cost targets on fixed price contrapeople effective at achieving cost targets on fixed price contractscts

They were not happy bunniesThey were not happy bunnies

are we surprised?are we surprised?

People effective at managing fixed price contracts are notPeople effective at managing fixed price contracts are noteffective at managing organizational change projects?effective at managing organizational change projects?


QuestionQuestion

Is the competence of the project manager,Is the competence of the project manager,including personality and leadership style,including personality and leadership style,a success factor on projectsa success factor on projects

Are different competence profiles appropriateAre different competence profiles appropriatefor different project typesfor different project types


Leadership on ProjectsLeadership on Projects

Theories of leadershipTheories of leadership

Propositions and research modelsPropositions and research models

Results from interviewsResults from interviews

Profiles of successful leaders on projectsProfiles of successful leaders on projects

Demographic differencesDemographic differences

SummarySummary


Confucius (500BC)Confucius (500BC)

DeDe (virtues)(virtues)

JenJen (relationships)(relationships)

XiaoXiao (values)(values)

LiLi (process)(process)

ZhangZhang rongrong (doctrine of the mean)(doctrine of the mean)


Aristotle 300BC (and Stephen Covey)Aristotle 300BC (and Stephen Covey)

1.1. Build relationships (pathos)Build relationships (pathos)

2.2. Sell the vision (ethos)Sell the vision (ethos)

3.3. Persuade with logic (logos)Persuade with logic (logos)

Aristotle, Stephen CoveyAristotle, Stephen Covey

LeadersLeaders –– 1, 2, 3 in that order1, 2, 3 in that order

eg Ronald Reagan, Margaret Thatchereg Ronald Reagan, Margaret Thatcher

MangersMangers –– 3 only3 only

you have to do this because, because, becauseyou have to do this because, because, because ……

because I say sobecause I say so

eg John Majoreg John Major



1930s1930s--1940s1940s Trait schoolTrait school

1940s1940s--1950s1950s Behavioural or style schoolBehavioural or style school

1960s1960s--1970s1970s Contingency schoolContingency school

1980s1980s--1990s1990s Visionary or charismatic schoolVisionary or charismatic school

2000s2000s Emotional intelligence schoolEmotional intelligence school

2000s2000s Competence schoolCompetence school


Trait schoolTrait school

Drive and ambitionDrive and ambition

Desire to lead and influence othersDesire to lead and influence others

Honesty and integrityHonesty and integrity

SelfSelf--confidenceconfidence

IntelligenceIntelligence

Technical knowledgeTechnical knowledge

Kirkpatrick and Locke (1991)Kirkpatrick and Locke (1991)


Traits of successful project managersTraits of successful project managers-- Turner (2009, first edition 1993)Turner (2009, first edition 1993)

Problem solvingProblem solving

Results orientationResults orientation

Energy and initiativeEnergy and initiative

SelfSelf--confidenceconfidence

PerspectivePerspective

CommunicationCommunication

Negotiating abilityNegotiating ability


Behavioural schoolBehavioural school

Behaviours based on some or all of:Behaviours based on some or all of:

concern for people or relationshipsconcern for people or relationships

concern for productionconcern for production

use of authorityuse of authority

involvement of team in decisioninvolvement of team in decision--makingmaking

involvement of team in decision takinginvolvement of team in decision taking

flexible versus ruleflexible versus rule--basedbased


Blake and Mouton grid (1978)Blake and Mouton grid (1978)

TeamTeamLeaderLeader

AuthorityAuthorityObedienceObedienceImpoverishedImpoverished

CountryCountryClubClub

CompromiseCompromise

LoLo HiHi

LoLo

HiHi

Concern for Production/ProcessConcern for Production/Process

Concern forConcern forRelationshipsRelationshipsPeoplePeople


Project managerProject manager’’s behaviourss behaviours-- Frame (2003), Turner (2009)Frame (2003), Turner (2009)

LaissezLaissez--FaireFaire

DemocraticDemocratic

AutocraticAutocratic

BureaucraticBureaucratic

Involvement of Team inInvolvement of Team inFlexibilityFlexibility

HighHigh

HighHigh

LowLow

LowLow

HighHigh

LowLow

LowLow

LowLow

Decision MakingDecision Making Decision TakingDecision Taking

HighHigh

HighHigh

HighHigh

LowLow


Contingency schoolContingency school

PathPath--goal theorygoal theory (House, 1971)(House, 1971)

supportive leaderssupportive leaders

participative leadersparticipative leaders

directive leadersdirective leaders

achievementachievement--oriented leadersoriented leaders

Depending onDepending on

environmental factorsenvironmental factors

task, authority structure, work grouptask, authority structure, work group

Subordinate factorsSubordinate factors

locus of control, experience, perceived abilitylocus of control, experience, perceived ability


Project managers contingencyProject managers contingency-- Frame (2003), Turner (2009)Frame (2003), Turner (2009)

LeadershipLeadership StageStage TeamTeam TeamTeam

StyleStyle TypeType MemberMember

LaissezLaissez--fairefaire FeasibilityFeasibility EgolessEgoless ExpertsExperts

DemocraticDemocratic DesignDesign MatrixMatrix Mixed professionalsMixed professionals

AutocraticAutocratic ExecutionExecution TaskTask Single disciplineSingle discipline

BureaucraticBureaucratic CloseClose SurgicalSurgical Mixed disciplineMixed discipline


Visionary or charismaticVisionary or charismatic-- Bass (1990)Bass (1990)

Transactional leadershipTransactional leadership

contingent follower rewardscontingent follower rewards

management by exceptionmanagement by exception

BarnardBarnard’’s cognitive roless cognitive roles

Transformational leadershipTransformational leadership

motivation, vision, charismamotivation, vision, charisma

personal attention and respectpersonal attention and respect

BarnardBarnard’’s cathectic roless cathectic roles


Keegan and denKeegan and den HartogHartog (2004)(2004)

Significant correlation between a lineSignificant correlation between a linemanagers leadership style and employeesmanagers leadership style and employees’’:: commitmentcommitment

motivationmotivation

stressstress

BUTBUT

No correlation between a project managerNo correlation between a project manager’’ssleadership style and successleadership style and success slight preference for transformational, but notslight preference for transformational, but not

significantsignificant


Team member behaviourTeam member behaviour

Theories of team member behaviourTheories of team member behaviour

MyersMyers--BriggsBriggs

16PF16PF

BelbinBelbin

Margerison and McCannMargerison and McCann

Only weakly correlated to leadership successOnly weakly correlated to leadership success((Dulewicz and HiggsDulewicz and Higgs, 2003), 2003)

So we are discounting themSo we are discounting them


Emotional Intelligence SchoolEmotional Intelligence School --GolemanGoleman,, BoyatzisBoyatzis and McKee (2002)and McKee (2002)

All managers are reasonably intelligentAll managers are reasonably intelligent

entry level of knowledge and skillsentry level of knowledge and skills

So it is emotional dimensions thatSo it is emotional dimensions thatdifferentiate effective leaders from adequatedifferentiate effective leaders from adequatemanagersmanagers

The emotional intelligence of the CEOThe emotional intelligence of the CEOinfluences the shareholder value of theinfluences the shareholder value of thecompany (2,000 data points)company (2,000 data points)


Emotional IntelligenceEmotional Intelligence

SelfSelf--awarenessawareness(3 competencies)(3 competencies)

SelfSelf--managementmanagement(6 competencies)(6 competencies)

SocialSocialawarenessawareness

(3 competencies)(3 competencies)

RelationshipRelationshipmanagementmanagement

(7 competencies)(7 competencies)


Emotional intelligenceEmotional intelligence --six leadership stylessix leadership styles

VisionaryVisionary

CoachingCoaching

AffiliativeAffiliative

DemocraticDemocratic

PacesettingPacesetting -- toxictoxic

CommandingCommanding -- toxictoxic

GolemanGoleman,, BoyatzisBoyatzis and McKee (2002)and McKee (2002)


Projects and the perception of successProjects and the perception of success–– LeeLee--Kelly et al (2003)Kelly et al (2003)

Leadership style influences the projectLeadership style influences the projectmanagermanager’’ss perceptionperception of successof success

This arises fromThis arises from personality and contingent experiencepersonality and contingent experience

confidence, selfconfidence, self--belief and tacit knowledgebelief and tacit knowledge

Emotional intelligence is a factorEmotional intelligence is a factor selfself--awarenessawareness

selfself--managementmanagement

social awarenesssocial awareness

relationshipsrelationships


Optimism grows with experienceOptimism grows with experience-- DolfiDolfi and Andrews (2007)and Andrews (2007)

More experienced project manager are moreMore experienced project manager are moreoptimisticoptimistic

But is it becauseBut is it because

project managers become more optimistic withproject managers become more optimistic withexperience?experience?

people who are not optimistic donpeople who are not optimistic don’’tt’’ stay thestay thecourse?course?


Competence schoolCompetence school

Encompasses all the other schoolsEncompasses all the other schools

Competence isCompetence is

knowledgeknowledge

skillsskills

personal characteristics, traits, behaviourspersonal characteristics, traits, behaviours

that deliver superior resultsthat deliver superior results

Different competence profiles appropriate inDifferent competence profiles appropriate indifferent circumstancesdifferent circumstances

Build up competence profile of transactionalBuild up competence profile of transactionaland transformational leadershipand transformational leadership


Dulewicz and Higgs (Henley)Dulewicz and Higgs (Henley) --15 leadership competencies15 leadership competencies

Emotional, EQEmotional, EQ

selfself--awarenessawareness

emotional resilienceemotional resilience


sensitivitysensitivity

influenceinfluence

intuitivenessintuitiveness

conscientiousnessconscientiousness



Intellectual, IQIntellectual, IQ

critical analysis and judgementcritical analysis and judgement

vision and imaginationvision and imagination

strategic perspectivestrategic perspective

Managerial, MQManagerial, MQ

engaging communicationengaging communication

managing resourcesmanaging resources

empoweringempowering

developingdeveloping

achievingachieving


Dulewicz and Higgs (Henley)Dulewicz and Higgs (Henley) --3 leadership styles3 leadership styles

StyleStyle Successful when:Successful when:

Goal orientedGoal oriented Relatively stable changeRelatively stable change

InvolvingInvolving Significant changeSignificant change

EngagingEngaging Transformational changeTransformational change


How far have we come in 2,500 years?How far have we come in 2,500 years?

PeoplePeople VisionVision ProcessProcess

ConfuciusConfucius 500BC500BC JenJen XiaoXiao LiLi

AristotleAristotle 300BC300BC PathosPathos EthosEthos LogosLogos

DulewiczDulewicz 20032003 EQEQ IQIQ MQMQ

& Higgs& Higgs


A company cannot be managed by aA company cannot be managed by athree year old childthree year old child

TheThe CEOsCEOs leadership style impacts theleadership style impacts theperformance of the companyperformance of the company the CEO does more than move a mousethe CEO does more than move a mouse

Different leadership styles are required forDifferent leadership styles are required fordifferent types of company in differentdifferent types of company in differentcircumstancescircumstances board of Channel Tunnel changed as they movedboard of Channel Tunnel changed as they moved

from construction to operationfrom construction to operation

Why, oh why, oh why do we think it is anyWhy, oh why, oh why do we think it is anydifferent for the temporary organization thatdifferent for the temporary organization thatis a project???!!!is a project???!!!








SummarySummary


First set of questionsFirst set of questions

LeaderLeaderCompetenciesCompetencies

3IQ3IQ5MQ5MQ7EQ7EQ

ProjectProjectSuccessSuccess

SponsorSponsorUserUser

SupplierSupplierProjectProject

IndependentIndependentVariablesVariables

DependentDependentVariablesVariables

Project TypeProject TypeApplicationApplication

Strategic ImpactStrategic ImpactLifeLife--cycle Stagecycle StageComplexityComplexityCultureCulture

ModeratingModeratingVariablesVariables


Our model of success criteriaOur model of success criteria-- webweb--based questionnairebased questionnaire

Meeting performance targetsMeeting performance targets functionality, time, budgetfunctionality, time, budget

Meeting user requirementsMeeting user requirements

Meeting project purposeMeeting project purpose

Client satisfaction with resultsClient satisfaction with results

Reoccurring business with the clientReoccurring business with the client

User satisfaction with the resultsUser satisfaction with the results

Supplier satisfactionSupplier satisfaction

Project team satisfactionProject team satisfaction

Other stakeholders satisfactionOther stakeholders satisfaction

The respondentThe respondent’’s own defined criterias own defined criteria


14 Groups of attributes14 Groups of attributes-- Crawford, Hobbs and Turner (2004)Crawford, Hobbs and Turner (2004)

Application areaApplication area

Stage of lifeStage of life--cyclecycle

Project, programmeProject, programme

Strategic importanceStrategic importance

Strategic positioningStrategic positioning

GeographyGeography

Project scopeProject scope

Project timingProject timing

RiskRisk

AmbiguityAmbiguity

ComplexityComplexity

CustomerCustomer

OwnershipOwnership

ContractContract


Our modelOur model -- 6 groups of attributes6 groups of attributes

AttributeAttribute

Application areaApplication area

ComplexityComplexity

LifeLife--cycle stagecycle stage

Strategic importStrategic import

CultureCulture

Type of contractType of contract

Project TypesProject Types

Engineering, ICT, BusinessEngineering, ICT, Business

Low, Medium, HighLow, Medium, High

Feasibility, Design, Execution, CloseFeasibility, Design, Execution, Close--outout

Mandatory, Repositioning, RenewalMandatory, Repositioning, Renewal

Home, hosting, ex patriotHome, hosting, ex patriot

Fixed price, remeasurement, allianceFixed price, remeasurement, alliance


Second set of questionsSecond set of questions

Project TypeProject Type••applicationapplication••complexitycomplexity••lifelife--cyclecycle

••importanceimportance••cultureculture••contractcontract

SectorSector••publicpublic••privateprivate

••voluntaryvoluntary

PM TraitsPM Traits••nationalitynationality

••ageage••gendergender

••certificationcertification••educationeducation••job titlejob title

ImportanceImportanceattached toattached to

project successproject successcriteriacriteriaby theby the

project managerproject manager

PerformancePerformanceagainst theagainst the

project successproject successcriteriacriteria

(claimed by the(claimed by theproject manager)project manager)

H1H1

H3H3

H2H2

HBHB

HAHA

H4H4


Traits of the project managerTraits of the project manager

NationalityNationality

AgeAge

GenderGender

M=65%; F=35%; N=400M=65%; F=35%; N=400

CertifiedCertified

34%; N=95934%; N=959

EducationEducation

Job titleJob title








SummarySummary


Fourteen companies interviewedFourteen companies interviewed

CountriesCountries

AustriaAustria

AustraliaAustralia

GermanyGermany

NetherlandsNetherlands

SwedenSweden

UKUK

USAUSA

IndustriesIndustries

Project management consultingProject management consulting

Design and constructionDesign and construction

ResearchResearch

TelecommunicationsTelecommunications

ManufacturingManufacturing


Choosing project managersChoosing project managers-- General conclusionsGeneral conclusions

Competence always importantCompetence always important technical knowledgetechnical knowledge

management skill and experiencemanagement skill and experience

Leadership style more important on complex projectsLeadership style more important on complex projects

Task focus versus people focusTask focus versus people focus technical skills important on technical projectstechnical skills important on technical projects

relationship skills important on change projectsrelationship skills important on change projects

the fundamental transformationthe fundamental transformation team members want project managers to be people focusedteam members want project managers to be people focused

but become task focused when they become project managersbut become task focused when they become project managers

Some competencies are an entry ticket to being aSome competencies are an entry ticket to being amember of the project management poolmember of the project management pool organizations should have a career structure for projectorganizations should have a career structure for project

managersmanagers


Choosing project managersChoosing project managers -- taking accounttaking accountof personality or leadership styleof personality or leadership style

Ability to deal or communicate withAbility to deal or communicate withstakeholders, political sensitivity (8 times)stakeholders, political sensitivity (8 times)

Able to deal with complexity, ambiguity andAble to deal with complexity, ambiguity andexpected issues, duration (7 times)expected issues, duration (7 times)

Contract type (4 times)Contract type (4 times) fixed pricefixed price –– gunggung--hoho

remeasurement or allianceremeasurement or alliance –– sensitive,sensitive,trustworthy, calmtrustworthy, calm

Cultural sensitivity, geography, language (4Cultural sensitivity, geography, language (4times)times)

Able to deal with client (4 times)Able to deal with client (4 times)


Choosing project managersChoosing project managers -- taking accounttaking accountof personality or leadership style (Cont)of personality or leadership style (Cont)

Duration and budget, project size (3 times)Duration and budget, project size (3 times)

Location and nature of work within theLocation and nature of work within thecompany (2 times)company (2 times)

Type of assignment (2 times)Type of assignment (2 times) consultancy versus project managementconsultancy versus project management

technical versus change projecttechnical versus change project

Able to balance work and home life (2 times)Able to balance work and home life (2 times) individual can relaxindividual can relax

and allow team to relaxand allow team to relax

Development opportunity (1 times)Development opportunity (1 times)



EmotionalEmotional 2.42.4

selfself--awarenessawareness 2.42.4

emotional resilienceemotional resilience 2.42.4

motivationmotivation 2.72.7

sensitivitysensitivity 2.42.4

influenceinfluence 2.42.4

intuitivenessintuitiveness 2.02.0

conscientiousnessconscientiousness 2.52.5



IntellectualIntellectual 2.12.1

critical analysis, judgementcritical analysis, judgement 2.52.5

vision and imaginationvision and imagination 2.02.0

strategic perspectivestrategic perspective 1.91.9

ManagerialManagerial 2.42.4

engaging communicationengaging communication 2.62.6

managing resourcesmanaging resources 2.62.6

empoweringempowering 2.42.4

developingdeveloping 2.02.0

achievingachieving 2.72.7








SummarySummary


Web based questionnaireWeb based questionnaire

Two partsTwo parts

Project successProject success –– 950 responses950 responses rate ten success criteriarate ten success criteria

claimed performance of last projectclaimed performance of last project

nature of last projectnature of last project

Leadership styleLeadership style –– 414 responses414 responses demographic datademographic data

psychometric testpsychometric test

400 responses useable400 responses useable


Successful leadership stylesSuccessful leadership styles-- all projectsall projects

All projectsAll projects

EQEQ

conscientiousness, sensitivity, communicationconscientiousness, sensitivity, communication

strategic perspective (strategic perspective (--veve))


Successful leadership stylesSuccessful leadership styles-- application areaapplication area

Engineering projectsEngineering projects EQEQ motivation, conscientiousness, sensitivitymotivation, conscientiousness, sensitivity vision (vision (--veve))

IT projectsIT projects EQEQ selfself--awareness, communicationawareness, communication vision (vision (--veve))

Organizational change projectsOrganizational change projects EQEQ motivation, communicationmotivation, communication vision (vision (--veve))


Successful leadership stylesSuccessful leadership styles-- strategic importancestrategic importance

Mandatory projectsMandatory projects

MQ (sic)MQ (sic) –– cost importantcost important

developingdeveloping

Renewal projectsRenewal projects

EQEQ

selfself--awareness, communicationawareness, communication

Repositioning projectsRepositioning projects

EQEQ



Successful leadership stylesSuccessful leadership styles-- complexitycomplexity

Medium complexity projectsMedium complexity projects

EQEQ

emotional resilience, communicationemotional resilience, communication

vision (vision (--veve))

High complexity projectsHigh complexity projects

EQEQ

sensitivitysensitivity


Successful leadership stylesSuccessful leadership styles-- contract typecontract type

Fixed price contractsFixed price contracts

MQ (sic)MQ (sic) –– cost importantcost important

sensitivity, communicationsensitivity, communication

Remeasurement contractsRemeasurement contracts

EQ, IQEQ, IQ

selfself--awareness, communicationawareness, communication

empoweringempowering


Leadership profiles of high performingLeadership profiles of high performingmanagers, (application area)managers, (application area)

0

1

2

3Critcal thinking

Vision

Strategic perspective

Managing resources

Communication

Empowering

Developing

AchievingSelf awareness

Emotional resilence

Intuitiveness

Sensitivity

Influence

Motivation

Conscientiousness

Org. Change IT Engineeering


Leadership profiles of high performingLeadership profiles of high performingmanagers, (strategic importance)managers, (strategic importance)

0

1

2

3Critcal thinking

Vision


Managing resources

Communication

Empowering

Developing


Emotional resilence

Intuitiveness

Sensitivity

Influence

Motivation

Conscientiousness

Repositioning Renewal Mandatory


Leadership profiles of high performingLeadership profiles of high performingmanagers, (complexity)managers, (complexity)

0

1

2

3Critcal thinking

Vision


Managing resources

Communication

Empowering

Developing


Emotional resilence

Intuitiveness

Sensitivity

Influence

Motivation

Conscientiousness

High complexity Medium complexity Low complexity


Leadership profiles of high performingLeadership profiles of high performingmanagers, (contracts)managers, (contracts)

0

1

2

3Critcal thinking

Vision


Managing resources

Communication

Empowering

Developing


Emotional resilence

Intuitiveness

Sensitivity

Influence

Motivation

Conscientiousness

Fixed price Remeasurement Alliance








SummarySummary


Project typeProject type –– performance againstperformance againstcriteriacriteria

ICT and organizational change projectsICT and organizational change projectsmarginally better than engineering projectsmarginally better than engineering projects

are they better or do they have lowerare they better or do they have lowerexpectations?expectations?

Fixed price contractsFixed price contracts

customer satisfaction and project purposecustomer satisfaction and project purpose

Remeasurement contractsRemeasurement contracts

customer satisfactioncustomer satisfaction


NationalityNationality –– importance attached toimportance attached tocriteriacriteria

EuropeansEuropeans

ranked all criteria lower on averageranked all criteria lower on average

ranked the satisfaction of endranked the satisfaction of end--users, otherusers, otherstakeholders and project team lowerstakeholders and project team lower

North AmericansNorth Americans

ranked satisfaction of suppliers lowerranked satisfaction of suppliers lower


Variation in importance attached toVariation in importance attached toall criteria by age and nationalityall criteria by age and nationality

<36 36-40 41-45 46-50 51-55 >55

Age of respondent

3.50

3.75

4.00

4.25

4.50

4.75

5.00

Me

an

imp

ort

an

ce

of

su

cc

es

scri

teri

a

Europe

North America

Australia/NZ

Other


NationalityNationality –– performance againstperformance againstcriteriacriteria

Rest of worldRest of world

satisfaction of endsatisfaction of end--users higherusers higher

North America, Australia and New ZealandNorth America, Australia and New Zealand

satisfaction of other stakeholders highersatisfaction of other stakeholders higher


GenderGender

Ranking of criteriaRanking of criteria

no differenceno difference

Performance against criteriaPerformance against criteria

no differenceno difference


Other traitsOther traits

CertificationCertification no difference in rankingsno difference in rankings

certificated project managers perform better oncertificated project managers perform better onhigh performing projectshigh performing projects

EducationEducation no difference in rankingsno difference in rankings

no difference in performanceno difference in performance

Job functionJob function no difference in rankingsno difference in rankings

no difference in performanceno difference in performance


Relationship between importance andRelationship between importance andperformanceperformance

Top 3 success criteria influencing projectTop 3 success criteria influencing projectperformance:performance:

1.1. Team satisfactionTeam satisfaction

2.2. EndEnd--user satisfactionuser satisfaction

3.3. Customer satisfactionCustomer satisfaction


Importance of criteria and projectImportance of criteria and projectsuccesssuccess

Success

Reoccurringbusiness

Customersatisfaction

End usersatisfaction

Teamsatisfaction

Stakeholdersatisfaction

Suppliersatisfaction

Self definedcriteria

Overall success

Meeting user requirements

Meeting project purpose

Reoccurring business

Customer satisfaction

End user satisfaction

Team satisfaction

Stakeholder satisfaction

Supplier satisfaction

Meeting self defined criteria

All relationships are positive = p < 0.050

= p < 0.001

Importance of Success Criteria








SummarySummary


Organizations shouldOrganizations should

Understand their type of project and develop a poolUnderstand their type of project and develop a poolof project managers with appropriate competenciesof project managers with appropriate competencies

Make the selection as people are appointed to theMake the selection as people are appointed to thepool and developed, not as they are appointed to thepool and developed, not as they are appointed to theprojectproject

Have a defined career structure for project managersHave a defined career structure for project managerswith defined competencies at all levelswith defined competencies at all levels

Differentiate the competencies required at differentDifferentiate the competencies required at differentlevels of project management and between projectlevels of project management and between projectmanagers, program managers and portfoliomanagers, program managers and portfoliomanagersmanagers


ThatThat’’s All Folkss All Folks

[email protected]@europrojex.co.uk

Rodney Turner Leadership Style and Project T - Wikispaceschallengerhospitality.wikispaces.com/file/view/0909-NSW-Forum... · Matching Leadership Style toMatching Leadership Style

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Rodney Turner Leadership Style and Project T - Wikispaceschallengerhospitality.wikispaces.com/file/view/0909-NSW-Forum... · Matching Leadership Style toMatching Leadership Style